A framework, not a formula
There is no success score established by this article. Our editorial framework asks whether the team can demonstrate customer need, deliver a useful product and sustain the economics of serving that customer. Strong evidence at one stage does not guarantee the same result after expansion, regulation changes or a different market entry.
Track the evidence that changes decisions
Separate adoption from repeat use, booked orders from collected revenue, and fundraising from operating income. Compare the plan with observed delivery costs and customer behaviour. A useful progress report explains what changed, what remains untested and which decision follows from the evidence, rather than selecting only favourable metrics.
Capital supports the plan
YC's seed-fundraising guide discusses the relationship between a credible opportunity, a team and financing. That is a fundraising perspective, not independent proof of future performance. Treat capital, partnerships and press attention as inputs to a business plan whose outcome still needs to be demonstrated.